Dave Ulrich 在1997年提出的三支柱理論，通過案例研究，Ｋ公司正在進行組織轉型，人力資源轉型從原來的六個模塊重組到三支柱模式，三支柱模式角色各司其職，本研究重點放在人力資源業務夥伴關係模式的角色與實踐價值。 人力資源業務夥伴是人資轉型中最有挑戰性的角色，這個角色扮演著很大的角色，容易引起角色定位模糊，緊張關係和與角色衝突。 人力資源業務夥伴的角色要如何發揮作用，要如何確保能為組織增添真正的價值。

本研究方法論以質性研究之一個個案研究及三家已實施三支柱人資管理公司的人力資源業務夥伴進行訪談，實習因素可以近距離觀察K公司組織結構調整與人資轉型，通過Dave Ulrich的三支柱理論及已有導入人力資源業務夥伴制度之企業為樣本來分析人力資源業務夥伴角色定位、人力資源能力、產生的價值所在等，給予K公司人資轉型_人力資源業務夥伴建議模版，讓K公司的人資轉型可直接接軌，並確保組織變革後的績效走向成功發展的價值。

Dave Ulrich proposed the “Three-Legged Stool theory” in 1997, through the case study, K company is carrying out organizational transformation, the human resources management is reorganized from the original six modules to Three-Legged Stool model, each roles attends its own duties, this study focus on the role and practice value of HRBP (human resources business partnership). HRBP is the new and challenge role for HR transformation, this role plays a lot functions which is easy to get ambiguity in the role position, tensions and conflicts with key parties. How does HRBP play a role to ensure the real value to the organization?

Studies methodology is based on qualitative research which are adopted for a case study and interviewing several HRBPs who are from implemented three-legged stool model companies. I had an opportunity to observe K organizational reconstruction and HR transformation closely during my internship. Through studies Ulrich theory and experience of implemented HRBP system’s company, the HR competency and outcome value can be the learning template for K company. therefore, K company’s organizational transformation can be on the right track, and ensure to development value after transformation.

Verification Letter----------------------------------------------------------------------- i
Acknowledgements-------------------------------------------------------------------- ii
Chinese Abstract----------------------------------------------------------------------- iii
English Abstract------------------------------------------------------------------------ iv
Table of Contents---------------------------------------------------------------------- v
List of Figures--------------------------------------------------------------------------- vii
List of Tables---------------------------------------------------------------------------- viii

1 Introduction
1.1 Study Background--------------------------------------------------------------- 1
1.2 Study Motivation----------------------------------------------------------------- 2
1.3 Study Purpose-------------------------------------------------------------------- 3
2 Literature Review
2.1 The evolution of Human Resources (1.0 ~ 4.0) ---------------------------- 5
2.2 HR rebuild by Ulrich: Four roles and three-legged stool------------------ 8
2.2.1 Role of definition in three-legged stool--------------------------------------- 9
2.2.2 Four model role of HR in Change -------------------------------------------- 14
2.3 Role change from HRM to HRBP---------------------------------------------- 16
2.3.1 Role analysis of HRBP--------------------------------------------------------- 17
2.3.2 Constriction and development of HRBP’s competency-------------------- 21
2.4 Ulrich’s theory in practice of West and East corporations----------------- 24
2.4.1 Ulrich’s theory in practice of multinational companies--------------------- 25
2.4.2 Ulrich’s theory in practice of oriental companies---------------------------- 27
3 Research Method
3.1 Research framework--------------------------------------------------------------- 30
3.2 Object of study----------------------------------------------------------------------- 31
3.2.1 Case studies: Introduction of K company------------------------------------- 32
3.2.2 Interview with companies that have HRBP system------------------------- 34
Object of study: P Company, T Company, C Company and K Company
3.3 Topic design--------------------------------------------------------------------------- 36
3.4 Data analysis-------------------------------------------------------------------------- 39
4 Research Result 40
4.1 The role and function analysis of HRBP before and after----------------- 42
4.1.1 Cross-analysis of interview companies----------------------------------------- 51
4.1.2 Case study: K company’s HRBP distribution & Development------------ 54
4.2 Facing problems and Challenges of HRBP------------------------------------ 59
4.3 Enterprise create performance in organization change--------------------- 61
4.3.1 Performance template of HRBP-------------------------------------------------- 62
4.3.2 Innovation thinking of HRBP------------------------------------------------------- 66
5 Conclusion and Recommendation
5.1 Conclusion------------------------------------------------------------------------------ 69
5.2 Implication------------------------------------------------------------------------------ 71
5.3 Recommendation--------------------------------------------------------------------- 73
5.4 Limitation of the study---------------------------------------------------------------- 76

References:
English part----------------------------------------------------------------------------------- 77
Chinese part---------------------------------------------------------------------------------- 79
Website---------------------------------------------------------------------------------------- 80

English part
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Dave Ulrich, Justin Allen, Wayne Brockbank, Jon Younger, Mark Nyamn. (2009) Transformation：Building Human Resources From The Outside In, McGraw-Hill.

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McCracken, Martin, O’Kane, Paula, Brown, Travor C. McCrory, Mark. (2017) Human resource business partner lifecycle model: exploring how the relationship between HRBPs and their line manager partners evolve, Human Resource Management Journal. Vol. 27 Issue 1, p58-74. 17p.

Martin McCracken and Norma Heaton. (2012) From tucked away to joined at the hip: understanding evolving relationships within the HRBP model in a regional energy company, Human Resource Management Journal, Vol 22, no 2, pages 182–198.

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Ibarra, H. (2000) Making Partner, Harvard Business Review, 78, 2.

Beer, M. (1997) The Transformation of the human resource function: Resolving the tension between a traditional administrative and a new strategic role, Human Resource Management, 36(1): 49-56.

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Chinese part
David Ulrich (2015), ＨＲ人力資源轉型＿為組織創造價值和達成成果( Human Resource Champions_ The next Agenda for Adding Value and Delivering Results) 李祖濱 & 孫曉平(譯), 電子工業出版社, (原作1996年出版)

Rosabeth Moss Kantor (1997). 變革大師：掌握企業繁榮之鑰的人The Change Master: innovations for productivity in the American corporation, 吳幸宜(譯), 知產力20.

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